成功案例

VIDEO: Client Success Story: World Class Lean Six Sigma Training with BMGI Europe Lean Six Sigma formed a fundamental part of driving process efficiency and business transformation at Office Depot. Hear how through training, coaching, mentoring and projects BMGI helped to build Lean Six Sigma as a key capability.
视频:Philips Consumer Lifestyle运用统计数据展开营销 一家跨国消费品生产商Philips Consumer Lifestyle希望通过做出更好的营销决策来提高竞争能力。所以该公司会同BMGI一起制定了一项开创性的经营理念:Smartistics。现在,营销计划由统计分析提供支持,而不是凭感情判断,Philips根据Smartistics 的各项原则已经在投资回报率上得到了显著的提升。
生产商 Element Six应用精益六西格玛成为行业标杆 一家在工业应用新型材料设计和生产领域领先和创新的企业Element Six 采用精益六西格玛(LSS)来调整和改善其所有的业务流程。在对LSS的1300名员工(同级别)中的每个人进行培训后,该公司被贸工部(DTI)列为供其他公司效仿的基准。Element Six 还凭借最佳实践和出众的成绩获得了DTI and Productivity SA 金奖。
BMGI协助高科技生产商全面绩效改善,引领市场 一家一流的高科技生产商在德国、葡萄牙、美国和亚太地区实施了全球性绩效改善计划。通过与 BMGI共同制定了一项稳健且结构化的问题解决流程,该计划节省了逾5000万欧元,该公司现已将该计划范围铺开至13,500名员工中的60%的人。
Graphic Packaging携手BMGI成功实施精益降低成本 没有多少企业能够非常成功地在整个组织部署精益方法,但Graphic Packaging成功做到了。携手BMGI,Graphic Packaging对英国布里斯托的工厂实施了精益。原本每年投入175000欧元,只通过三个精益项目就节省了大笔开支,该厂已准备好根据BMGI顾问列出的50项机会来实施更多精益项目。Graphic Packaging 还做好准备在位于西班牙和法国的另外两座欧洲工厂部署精益。
BMGI混合式学习让Borusan的培训更高效成本更低 土耳其综合型工业集团Borusan Holdings需要以更有效、更富成本效益且标准化的方式来培训其改善实践者。于是该公司请BMGI为他们开发一项定制化的混合式学习课程(课堂培训+在线学习),用于黑带、绿带和其他考证。该课程帮助他们提高了结业率,并把培训后勤成本节省了25%。
比以往任何时候更好:Avis Budget集团如何改善其车辆退换货流程并节省大笔资金 借助一种快速改善方法,Avis Budget集团(ABG)对其在奥黑尔国际机场的车辆退换货流程进行了精简和标准化,随后将这一过程复制到全球四个国家的200个ABG主要网点。相比原项目,由此为Avis节省了多达50倍的开支。
利用创新工具实现业务精益改善 大型物流服务提供商TNT Express成立了一个改善团队,专门负责在该公司一个主要的机场枢纽提供快速稳定的货物交付。通过在精益六西格玛项目中运用创新工具,该团队得以找出比最初的预期更好的解决方案,开发出一套简单的流程,大大缩短了平均交货期。
瑞信银行振兴和扩展卓越运营计划 在卓越运营(OE)计划的支持下,瑞信银行聘请BMGI定制了一项综合性学习课程,帮助其全球的员工学会掌握精益和六西格玛实践与工具。BMGI提供的全新的、妥善管理的电子学习课程、课堂授课和项目应用支持获得了极大成功。培训费用和周期时间都有大幅减少,同时把学员学习分数提高了20%。
在检伤分类中运用TRIZ 波士顿一家大型医院网络的检伤分类系统发现存在检伤分类问题和效率低下,影响了患者护理的质量,也妨碍医院达成财务目标。通过实现患者住院手续的自动化办理并使用了TRIZ 矛盾矩阵,该医院找到了人员配备解决方案,大大提高了患者满意度。在过去连续进行的行政管理和医疗检伤分类活动现在实现了同步,而且缩短了患者等候时间。此外,诊断可靠性也有所提升。
精益六西格玛工具带来快速增长 当和南非最大的健康保险公司一样获得巨大成功的同时,Discovery Health还希望确保将增势保持下去和提供高水准的客户服务。为实现这一目标,该公司开始着手采用正规化的问题解决方法,并为各级管理层提供精益六西格玛工具,帮助实现这一目标。
最创新的新产品 通过运用BMGI的D4架构和创新工具与技巧,OnTech成功地将自发热便携式液体容器实现商用化。这项发明被《财富》杂志评为2005年度最具创新的新产品之一,并被历史频道列为过去一百年里最具创新的包装解决方案之一。
Ruukki将本地变革覆盖全球 Ruukki 是一家制钢企业,业务遍及15个国家,希望凭借其基于金属的建筑和工程解决方案制胜市场。为了实现这一目标,Ruukki 在其位于芬兰的一座工厂进行了精益和六西格玛试点。结果很不错,随后公司决定将其铺开至在东欧和北欧国家的所有工厂。在芬兰工厂节省了1600万欧元获得初步成功后,Ruukki希望通过减少库存和改善过程再节省1亿欧元。
通过专家培训掌握问题解决技能 作为南非首屈一指的采煤公司,Sasol Mining在2008年实施了卓越运营计划, 对数百名员工进行了精益六西格玛方法学的培训,并培养了内部培训师。通过150多个项目,该公司实现了2000多万兰特的价值交付,同时还在继续稳步实现显著改善。
西门子工业公司通过电子学习推动精益六西格玛发展 西门子工业公司开创先河,创新地将精益工具和技术整合到其六西格玛管理传统中— 并在这一过程中利用了BMGI的电子学习系统及其内容。本文介绍了电子学习整合是如何进行的,来自西门子不同地方的专业人员如何利用该系统来掌握精益六西格玛技能,以及西门子如何确保同时实施现实中的工作场所改善项目,并得到了有形的财务业绩。
把运营改善列为日常经营不可或缺的一部分 在实施卓越运营,实施改善倡议并构建基于事实的问题解决文化后,Sasol Mining 的领导者决定通过一种切合实际并且易于理解的方式,对业务经理和操作人员实施改善过程。由一支专家团队会同经理和操作人员一起参与了名为“审核和启用”的计划。该计划有助于实现必要的文化转变,更好地完善日常工作。
创新和领导力变革 Emergence是亚洲的一家大型的综合经营集团,过去数十年来发展迅猛—且还在不断实施扩张。作为长期展望的一部分,该公司决定一项严谨、可靠和可预测的创新过程,并将其领导力开发计划直接与创新计划挂钩,以便在业务的创新中体现民主化。
飞利浦转变消费者生活方式销售与营销方法 飞利浦在全球市场争夺市场份额,其20000名员工分布于众多的销售和营销机构,这一市场的竞争很激烈。因此,飞利浦将精益六西格玛原理深入整合到其全球的销售与营销过程中。 通过一个试点项目增加了500000欧元的营收,并计划通过实施和收获额外得到超过1.2亿欧元的经济效益。
Making Operational Improvements Part of Daily Business DNA After implementing Operational Excellence, to maintain improvement initiatives and build a culture of fact-based problem solving, leaders at Sasol Mining decided to take the improvement process to business managers and operators in a practical and easy-to-understand way. An expert team engaged in the business, with managers and operators alike, in a program called Review and Enablement. The program has been instrumental in achieving the necessary cultural shift needed to make improvement a way of everyday life.
Use Innovation Tools to Make Transactional Lean Improvements A major logistics service provider, TNT Express organized an improvement team to focus on fast and consistent delivery of shipments at one of the company’s major airport hubs. By applying innovation tools within a Lean Six Sigma project, the team was able to find a far better solution than originally expected, developing a simple process that reduced average lead times considerably.
Expert Training Develops Problem Solving Skills One of the top coal mining companies in South Africa, Sasol Mining embarked on an operational excellence initiative in 2008, training hundreds of employees in Lean Six Sigma methodologies, as well as developing internal trainers. Through more than 150 projects, the company realized over R20 million in value delivery and is positioned to continue achieving measurable improvements.
Lean Six Sigma Tools Support Fast-Paced Growth While enjoying considerable success as the largest health insurance company in South Africa, Discovery Health wanted to ensure it could sustain its growth path and high level of customer service. To accomplish this, the company set out to formalize its approach to problem solving and equip management at all levels with the Lean Six Sigma tools to achieve that goal.
‘Most Innovative’ New Product By applying BMGI’s D4 framework and innovation tools and techniques, OnTech solved the challenge of making self-heating portable liquid containers commercially feasible. The invention was featured by Fortune magazine as one of the most innovative new products of the year in 2005, and was noted by the History Channel as one of the most innovative packaging solutions in the last hundred years.
Innovation and Leadership Transformation Emergence is a major Asian conglomerate that has grown rapidly over the past decades—and is continuing to expand. As part of its long-term view, the company decided to implement a rigorous, reliable and predictable innovation process and connect its leadership development program directly to the innovation program in order to democratize innovation in the business.
VIDEO: Applying Statistics to Marketing at Philips Consumer Lifestyle A multinational consumer products company, Philips Consumer Lifestyle wanted to improve its competitive capabilities through better decision making in marketing. So the company partnered with BMGI to generate a pioneering business concept: Smartistics. Today, marketing plans are backed up with statistical analysis, rather than emotion, and Philips has seen significant return on investment based on the Smartistics principles.
VIDEO: Standard Register’s Improvement Infrastructure How does global document-management company Standard Register stay at the top of its industry? One way is to build a strong process-improvement infrastructure through classroom training, eLearning and on-site project support. See how Standard Register used BMGI to do this, and to meet customer needs on a daily basis.
VIDEO: No Holding Back for Health Insurance Plan of New York Health Insurance Plan (HIP) of New York used BMGI’s full-service approach and project tracking system to make  improvements throughout the organization. Watch this video to see how HIP realized the perfect synergy between training, project tracking and real-time results across all levels of the organization.
VIDEO: Fidelity Investments Stays on Top The third largest firm of its kind in the world, Fidelity Investments asked BMGI to help it remain efficient and competitive in the recession. After using BMGI’s roadmap, training and tools, Fidelity employees changed their thinking and approach, achieving an immediate impact on the bottom line.
VIDEO: Saving Big at Vytra Health Plans Vytra Health Plans hired BMGI to help streamline its operations and improve service for its 7,500 business customers on Long Island, New York—saving the company over $12 million. Watch this video to see more about Vytra’s commitment to achieving results through professional excellence, cultural transformation and personal accountability.
VIDEO: Compassion and Caring at Mt. Carmel Health All healthcare organizations want to provide top-quality care to patients while also meeting their business and financial goals, but most can’t materialize their wishes. World-class provider Mt. Carmel Health is the exception to the rule, because of the way it engages employee teams to solve business and customer problems.
VIDEO: Mobile Mini Streamlines Operations Mobile Mini has aggressively streamlined its operational processes across more than 120 locations in North America and Europe—creating impressive culture change and generating substantial savings. This is just one reason Mobile Mini is the world’s leading provider of storage solutions.
VIDEO: Thinking and Acting Big at TAMKO Just because TAMKO is a leading manufacturer of roofing, cement and other products doesn’t mean it can relax. That’s why it hired BMGI to help increase the quality of its products, improve its processes and take the business to the next level. Working with TAMKO’s skilled people, BMGI enabled the company to roll out operational excellence on a large scale and achieve impressive, breakthrough results and financial returns.
VIDEO: Northrop Grumman Starts Small, Wins Big A $25 billion global defense enterprise, Northrop Grumman turned to BMGI for help in building efficiencies and reducing costs in all aspects of its business. But it had to start small, from the bottom up, training teams that produced early results. After more team projects and momentum, the culture changed and larger, more systemic problems were solved.
TRIZ on Triage The triage system for a major hospital network in Boston had determined triage problems and inefficiencies were compromising the quality of patient care, as well as the hospital’s fiscal targets. By automating patient check-in, and by using the TRIZ contradiction matrix, the hospital arrived at a staffing solution that took a major step toward patient satisfaction. The formerly serial activities of administrative and medical triage were now simultaneous, and patient wait times dropped. In addition, diagnostic reliability rose.
Borusan Shows its Smarts, Leverages BMGI Blended Learning Turkish industrial conglomerate, Borusan Holdings, needed to train improvement practitioners in a more efficient, cost-effective and standardized way. So it asked BMGI to lead the development of a customized blended learning (classroom and eLearning) solution for Black Belts, Green Belts and others. The effort resulted in improved learning retention rates and a 25 percent reduction in training logistic costs. Click here to view case study in Turkish.
Philips Transforms Its Consumer Lifestyle Sales & Marketing Approach Philips vies for market share across the globe with 20,000 employees in its sales and marketing arm, and the competition is fierce. That's why Philips has deeply integrated Lean Six Sigma principles into its sales and marketing processes worldwide. A pilot project yielded yielded €500,000 in added revenue, and over €120 million in additional benefits are planned for implementation and harvesting. 
Graphic Packaging Harnesses Rapid-Improvement Events to Cut Costs One of the world's largest producers of packaging solutions, Graphic Packaging decided to deploy Lean techniques throughout its organization to improve operations. Working with BMGI, Graphic Packaging started with its plant in Bristol, England. After reeling in  €175,000 in annual, hard savings from just three Lean projects, the plant was ready to enact more Lean projects from a list of 50 opportunities identified with BMGI consultants and to deploy Lean throughout two other European plants, one in Spain and one in France.
Credit Suisse Revitalizes and Expands Operational Excellence Program In support of its operational excellence (OE) program, Credit Suisse hired BMGI to customize a hybrid learning program to teach Lean and Six Sigma practices and tools to employees throughout the world. The new, managed program of eLearning, classroom instruction and project-application support has been very successful. Training expenses and cycle time were significantly reduced, and student learning scores increased by 20 percent as well.   
Leading High-Tech Manufacturer Uses Performance Excellence to Get Ahead of the Market A leading high-tech manufacturer implemented a global performance-improvement initiative spanning Germany, Portugal, the United States and Asia Pacific. By partnering with BMGI to develop a robust, structured problem-solving process, the initiative has produced over €50 million in savings, and the company is growing the initiative to include 60 percent of its 13,500 employees. 
Ruukki's Local Transformation Turns Global Ruukki is a steel manufacturer with operations in 15 countries, competing for its share of metal-based solutions to the construction and engineering industries. To do this, Ruukki implemented a Lean and Six Sigma pilot in one of its plants in Finland. The results were so good that the company then decided to roll out its program to plants across the Eastern European and Nordic countries. After an initial success of €16 million in the Finland plant, Ruukki plans to go after an additional €100 million in savings through reduced inventories and improved processes. 
Manufacturer Element Six Becomes a Benchmark for Lean Six Sigma Application A global leader and innovator in the design and manufacture of super-materials for industrial applications, Element Six adopted Lean Six Sigma (LSS) to align and improve all of its business processes. After training every one of its 1,300 employees in LSS (at some level), the company was recognized by the Department of Trade and Industry (DTI) as a benchmark for other companies to follow. Element Six was also given the DTI and Productivity SA Golden Award for its best practices and great results.
It's Never Been Better: How Avis Budget Group Revamped its Vehicle-Return Process and Saved a Carload of Cash Using a rapid-improvement approach, Avis Budget Group (ABG) streamlined and standardized its vehicle-return process at O'Hare International Airport, then replicated this process across 200 major ABG locations in four countries around the world. The replication effort returned Avis 50 times the amount of savings it achieved from the original project.
Siemens Industry Uses eLearning to Evolve Lean Six Sigma Siemens Industry pioneered the integration of Lean tools and techniques into its Six Sigma heritage--leveraging BMGI's e-Learning system and content in the process.  This article shows how the e-Learning integration occurred, how professionals from different Siemens locations used the system to develop their Lean Six Sigma skills and how the company ensured that they also implemented real workplace projects that produced tangible financial results.